Who do you trust online? With your sensitive info - why?
ReadWriteWeb blogs about email password hijacking:
Your Email Password: A True Horror Story About Why We Need Authentication StandardsBlogging developer Jeff Atwood has written up a story of password theft that will run a chill down the back of anyone who enjoys trying out new applications online.
The story is about a GMail archiving application being sold by an unscrupulous coder who programmed the app to forward all GMail usernames and passwords from customers to his personal GMail account.
The story underlines the importance of the emerging movement for user authentication standards, a part of the user trust dilemma that will prove key in the near-term future of online innovation….
Steve Rubel posts about the post: Startups That Fail to Invest in Trust Will All Die
He makes some good points, but I’d add another - have a plan to prevent it, and to then audit staff’s activities to catch misuse early. Its the old accounting method of dividing responsibilities so no one person can abscond with the customer’s treasure. Trust but Verify.
So how does one do that? Like accountants, you design it into the system. Doing it as an afterthought is too late. As they said in an earlier era, “The horse has left the barn.”
That design will be critical in winning customer trust as they see headlines like this and begin to question their vendor’s business process - your business process.
now is gone and generational disconnects
The boomers haven’t caught on to social networking and there’s this fortune article,
Are we already moving on from traditional social networking?
and then there’s Google’s knol, advertising itself as
“KnolStuff.com is a brand new social netwoking”
well, netwoking may be correct or it might be networking, does it matter?
Not with CIO Insight posting about 5 Signs of an IT Generation Gap.
Even geeks have generational disconnects!
And CIO Insight brings it home with Age Determines Technology’s Value:
“Wikinomics author Don Tapscott tells a story of a young woman who doesn’t use e-mail, instead relying on instant messaging, texting and posting on Facebook to communicate. ‘E-mail is for old people,’ she told Tapscott. ‘Maybe I’d send an e-mail as a thank you note to the parents of a friend.’”
The New York Times Google’s Chief on What’s Different
There is a debate. Yet companies are increasingly embracing the new technology and habits, fostering a hurry-up workplace that has been called Enterprise 2.0.
…We’ve recognized, and now embrace, our biggest challenge — the changing nature of time. The relentless pace of technology improvement continues to make time management more and more critical for business leaders. While this has certainly long been true, the big difference now is the immediacy of information and action. Technology’s primary role has long been to speed up the transfer of information but now we increasingly contend with its unpleasant byproduct, information overload.
There are distinct consequences to this new age of “Instant Information.”…
And from the Times Google Gets Ready to Rumble With Microsoft
“In our view, yes,” Mr. Schmidt says. “It’s a 90-10 thing.” Inside the cloud resides “almost everything you do in a company, almost everything a knowledge worker does….
Currently reading
Enviromental Low Hanging Fruit
Earth2Tech had a post: All Global Warming Is Local.
And there’s a different post: Kill a Bug, Spare the Planet
…SpringStar, a nine-year-old start-up based outside of Seattle, has developed an array of earth-friendly products for home and agricultural use that are built around natural insect attractants and adhesive traps instead of poisons. Specific traps are available for everything from cockroaches to mosquitoes to garden slugs….
Meanwhile digital divide network posts:How the USA Can Cut 28% of Greenhouse Gases
They don’t link to the report but a New York Times article does - it’s a McKinsey report located here (pdf).
And we begin by beginning. And hoping for building momentum quickly.
A culture for strategy
Fast Company’s November issue has an article on strategy: Analysis of Paralysis
If your strategy doesn’t help employees act, it’s not a strategy.
“Keep it simple, stupid.” That’s the advice every executive has received on how to share strategy with employees. The subtext is often, “Keep it simple, because your people are stupid.” But you don’t need to embrace simplicity just so your people can comprehend your message. The point of simplicity is more fundamental: Simplicity allows people to act….
That is a large distinction. Enable your staff to instinctively know what fits the strategy and how to build on it.
Now, will there be issues when the strategy shifts to match a changing environment? Yes!
But that is always a struggle. Simplicity then will ease that transition as well.
“The point of simplicity is more fundamental: Simplicity allows people to act.”
